In the world of HR transformation, senior leaders often find themselves on a precarious tightrope. On one side, there’s the need to build organizational capacity, ensuring that teams have enough resources, infrastructure and bandwidth to execute the business’ strategic initiatives. On the other side, there is the ongoing need to cultivate capability, equipping teams with the skills, knowledge and agility to drive meaningful change.

In our work with the C-suite, we’ve been witness to the struggle to reconcile these two (sometimes) competing priorities. With the stakes getting higher, and the safety net of large budgets having been removed, it’s a very delicate balancing act—one that can make or break the success of any transformational journey.

I’ve previously written about the challenges HR faces in being a successful strategic partner, emphasizing the fact that most often it is capacity, not capability, that keeps them focused too much on transactional work. This tension is just as prevalent at the macro-level, with organizations struggling to realize successful transformation outcomes writ large. The old saying, “Where there’s a will, there’s a way,” rarely translates into reality. To fully appreciate the challenges faced as an HR executive navigating transformation, it’s helpful to consider both sides of the equation.

Capacity

Imagine a circus performer stepping onto a high wire. Beneath them is an ever-changing crevasse, representing the demands of organizational growth, market shifts, changing priorities and evolving customer expectations. In this scenario, you are the circus performer (and I imagine we all feel like one from time to time). You are putting yourself out there because you either volunteered or were “volun-told.”  You may feel isolated, exposed, like everyone is watching and maybe a little in danger, as taking on such an effort is not without its risks.

Successful navigation means you’re surrounded by the right support structure, with enough nets, safety harnesses and skilled peers to keep you from plummeting into the void. And sadly, someone in the stands may be cheering for your failure with popcorn in hand.

Think of the balance bar a tightrope walker uses. On one end, you have capacity. Simply put, capacity encompasses tangible elements:

• Resources: These are the strongest safety nets—the financial backing, the technology and physical infrastructure to support our endeavors and, most importantly, the people who can help do the work. Without adequate resources, our transformation efforts become a high-wire act destined to fail.
• Bandwidth: Just like the tightrope walker needs a wide enough wire to maintain balance, organizations require sufficient bandwidth. This means having the time, energy and focus to execute initiatives effectively. All the desire and money mean nothing without enough space to accommodate the required workload.
• Scalability: As the circus grows, can our tightrope accommodate more performers? Scalability ensures that our capacity expands alongside our ambitions, both at the appropriate pace and the appropriate amount.

‍

Read full article here